Roll No. 123456789
More more info Please visit http://www.smustuff.com
Q1) a. What is meant by Quality Control?
Ans:- Quality is significant to any business. But it is hard to define because there
are various perspectives of Quality. These perspectives are based on
(i) product,
(ii) value
(iii) manufacturing
(iv) user.
Quality is a relative term generally used with reference to end use of a product or service. Let us now look at
some of the definitions of Quality.
“Quality is customer satisfaction”- is a short definition that is widely accepted.
According to ISO-8402, “Quality is the totality of features and characteristics of a product or service that
bears on its ability to satisfy stated or implied need”.
J. M. Juran defines quality as “Fitness for purpose”.
Phillip Crosby considers it as “Conformance to requirements”.
We will now try to categories and focus on five distinct ways of looking at
quality definitions.
1. Customer-based
“Quality consists of the capacity to satisfy wants.” (C. D. Edwards, The Meaning of Quality, Quality
Progress, Oct, 1968)
“Quality is fitness for use.” (J. M. Juran, Ed. Quality Control Handbook, 1988)
2. Manufacturing-based
“Quality is the degree to which a specific product conforms to a design or specification.” (H. L. Gilmore’,
Product Conformance Cost, Quality Progress, June, 1974)
“Quality means conformance to requirements.” (P. B. Crosby, Quality Is Free)
3. Product-based
“Quality refers to the amount of the un-priced attributes contained in each unit of the priced attribute.” (K.
B. Leifler, Ambiguous Changes in Product Quality, American Economic Review, Dec, 1982)
4. Value-based
“Quality is the degree of excellence at an acceptable price and the control of variability at an acceptable
cost.” (R. A. Broh, Managing Quality for Higher Profits, 1982)
5. Transcendent
“Quality is neither mind nor matter, but a third entity independent of the two, even though Quality cannot be
defined, you know what it is.” (R. M. Pirsig, Zen and the Art of Motorcycle Maintenance)
b. Explain Juran trilogy?
Juran trilogy
The Juran trilogy is a cross-functional approach to quality management. It takes a broad view of quality
management and emphasises the role of management in quality control. The Juran trilogy consists of three
sets of related processes:
Quality planning
More more info Please visit http://www.smustuff.com
Roll No. 123456789
More more info Please visit http://www.smustuff.com
Quality control
Quality improvement
Quality Planning Quality Improvement Quality Control
•
•
•
•
•
•
•
•
•
Identify customers
Determine their needs
Translate those needs into a form that the organisation can understand
Develop products that can respond to those needs
Optimise the product to meet the organisation’s and customers’ needs
Develop a process to produce the desired product
Optimise the process
Prove that the process works
Transfer the process to operations
Q2) List the different ways of enhancing the top management’s commitment towards quality?
Ans:- The management should show its contribution in maintaining quality in every
aspect of the organisation in the following ways:
•
’Empowerment to implement’ should start from the top and flow down to the operations level in the
organisation.
•
The top executives in the organisation should know the value of quality related to the goods and
services the organization.
•
The starting point for both the organisation and the quality program should be the mission and vision
statements.
•
The quality policy must include statements that are first understood and practiced by the managers,
and then by all other employees.
•
Each manager must be responsible for quality successes, quality failures.
•
A quality must be devised by the top management which includes the expectations for change
management and continuous improvement of the product.
Q3) Explain the various types of customer requirements. Why should
firms attempt to meet customer requirements?
Ans:- Determination of customer requirements and expectations is extremely important because they are
the goals that an organisation must meet and exceed to ensure and enhance customer satisfaction and
delight.
There are three kinds of customer requirements. They are:
More more info Please visit http://www.smustuff.com
Roll No. 123456789
Basic
requirements
More more info Please visit http://www.smustuff.com
Performance
requirements
Delight
requirements
Basic requirements – These refer to the very basic function expected by customers. when you buy a
railway ticket to travel from Mumbai to Kolata, your basic requirement is to reach Kolkata safely.
Performance requirements – These refer to customers’ expectations that are agreed upon. You expect not
only to reach Kolkata safely, but also to reach on time.
Delight requirements – These refer to exceeding customer expectations. You are delighted if the train
service also includes quality meals on time.
Requirements are based on product excellence and service excellence.
• If both the product and its service are poor, the customer will immediately desert it.
• If the product has the required quality, but the accompanying service is poor, then the customer will
stay with the organisation only if there are no alternatives. But the customer will actively seek a new
enterprise to overcome the dependency on one source.
•
If the quality of the product and the service is reasonable, the customer will stay with the
organisation. Some of these loyal customers may also provide substantial support by making
meaningful suggestions. Some even promote the product to other prospective customers.
An organisation that is able to satisfy its customers by meeting their requirements enjoys the following
distinct advantages:
• The organisation can charge 8-10 percent higher prices for their goods without fearing desertion by
its customers.
• The organisation grows much faster by attracting new customers because good messages spread
(through word of mouth) to attract first time users.
• The organisation is in a better position to win back dissatisfied customers.
Q4) With the help of a graph, explain the modern model of total quality cost. Why is it significant
from a manager’s point of view?
Ans:- This model is based on two type of cost-------- Cost of failure and Cost of appraisal.
Cost of failure is zero when the product is of 100 percent quality acceptance. This increases rapidly as the
product quality reduces, and is infinite when 100 percent of the product is defective. This is understandable.
More more info Please visit http://www.smustuff.com
Roll No. 123456789
More more info Please visit http://www.smustuff.com
If cost of appraisal is zero, then the rejection of final goods will be very high at the quality control level
within the organisation, as well as at the customers’ level (external failure).
Thus, to summarise, as appraisal measures are adopted, cost of appraisal will go up, but the number of
defectives reduces. Total cost will be the sum total of these two costs.
When appraisal cost is zero, the failure cost is high. But as appraisal cost increases, the failure cost plunges
rapidly. The total cost curve is initially high because of very high failure cost. As the failure cost reduces,
the total cost curve also falls down. But at a certain point, it begins to rise again because of the rising
appraisal cost curve. The, total cost curve has a definite lowest point, and this point is reached when
appraisal cost and total costs are equal.
As per this model, optimal level of quality is achieved at less than 100 percent conformance. Thus, it is
uneconomical to achieve 100 percent conformance. Juran, therefore, advised not to make huge investments
on appraisals alone, so as to keep the total cost at minimum.
The model of traditional quality cost curve represents the prevailing myth that though cost initially decreases
with quality improvement measures, it becomes costly if attempts are made to enhance quality beyond a
point. In fact, extremely high quality will entail mind-boggling costs. Thus, a manager needs to carefully
determine the point when the total quality cost curve is at
its lowest point.
More more info Please visit http://www.smustuff.com
Roll No. 123456789
More more info Please visit http://www.smustuff.com
The total quality cost curve can be divided into three parts. They are:
• Zone of improvement
• Zone of indifference
• Zone of high appraisal cost
Zone of improvement: This lies on the extreme left of the total quality cost curve. The failure cost in this
region is very high. At this phase, therefore, there are lots of opportunities for reducing total quality cost by
enhancing the quality of conformance. By investing in appraisal cost, the failure cost will rapidly reduce,
which in turn will reduce the total cost curve
Zone of high appraisal cost: This zone lies on the extreme right of the total quality cost curve. The
appraisal cost curve in this zone is extremely high and results in high total quality cost, which is undesirable.
Therefore, the total quality cost can be reduced by reducing the appraisal cost. The failure cost may rise just
nominally, and hence, total quality cost will reduce.
Zone of indifference: This zone lies in the middle of the total cost curve –
between the zone of improvement and the zone of high appraisal cost. This is the point where the degree of
quality is optimum. Quality higher than this will have adverse impact on total cost of quality, and even lower
quality will have the same impact. Traditionally, managers identified this optimum quality level to manage
costs.
Q5) What is meant by Kaizen?
Ans:- Kaizen is a Japanese word which means ‘progress’ or change for the better. ‘Kai’ refers to change,
and ‘Zen’ means good. Kaizen, also sometimes referred to as continuous improvement process, is defined as
a guiding principle that introduces small and minute changes in an operating business in order to enhance
the importance and competence of the process. This approach assumes that human resources are paramount
for organisational enhancement and improvement because they visualise the processes in action all the time.
Kaizen concept focuses on the following:
•
•
•
•
•
•
•
Value-added work activities
Principles of materials handling
Documentation of standard operating procedures
Visual displays for better communications
Just-In-Time principles
Poka-yoke or mistake proofing method
Team dynamics include problem solving, communication skills and conflict resolution.
More more info Please visit http://www.smustuff.com
Roll No. 123456789
More more info Please visit http://www.smustuff.com
Q6) What do you understand by workforce and productivity? Elaborate your answer with suitable
examples.
Ans:- The following are three components of labour-employee productivity:
o Physical work environment
o Employee job performance
o Product quality
Physical work environment Includes technology, automation, material, machines, job layouts, job design,
lighting, temperature, ventilation, safety, and housekeeping.
Employee job performance
Includes employee ability and motivation.Employee ability is determined by aptitude, personality,
experience, education, training, interest, and intelligence.
Product quality
High quality product requires more time, skilled Use of latest technology may produce high quality products
in a shorter time, thereby increasing productivity
Work Study for productivity
Method study improves methods of production and results in more effective use of material, manpower,
plant, and equipment.
Advantage of method study
 Reduces work content of a job by eliminating unnecessary and unproductive motions
the best method of doing a job
 Improves design of work place layout
 Facilitates development of wholesome working conditions
 Modifies tool and equipment design to make them operator-friendly
 Work measurement assesses effectiveness of workers.
 Reducing ineffective time
 Reducing the fatigue of operators
 Providing a sound basis for giving incentives
 Facilitating accurate production planning
 Calculating the correct manpower
Develops
More more info Please visit http://www.smustuff.com